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Preview Copy in PDF Format Case #6-0005 Do You Yahoo!? 2001 The Current Situation Matthew G. Rightmire (T'96), Vice President & General Manager of Media at Yahoo, was in for another late night. The conversation he just had with his boss placed a daunting task squarely upon his shoulders. Matt was contemplating Yahoo's business model and strategy. Although Yahoo had been a top player in the portal space since its inception, some analysts were predicting that the market for online advertising would continue to decline. They made this prediction despite the fact that by February 2001, 56% of US adults were on the web and the international market was burgeoning. Advertising was 90% of Yahoo's revenues, so Yahoo was concerned it might need to find a new way to continue to be profitable. Two recent changes in the competitive landscape, AOL's merger with Time Warner and Terra's acquisition of Lycos, were pitting Yahoo against 500-pound gorillas for both eyeballs and advertising dollars. Formidable competition was coming from small niche sites as well as large, traditional communications and media companies, including phone and cable companies. Yahoo was not considering mergers, but did make moves into new product lines ranging from e-commerce, to movies, Internet phone services, and intranet development. Considering Yahoo's expansion into so many new diverse product lines, Matt worried Yahoo was set to become the jack of all trades and the master of none. On the other hand, perhaps Yahoo was simply casting a wide net to become the portal with everything -- the portal of choice. Matt knew that Yahoo's historical strength was as a content aggregator, but he wondered if that model would sustain future success. A Brief History When Matt joined Yahoo after receiving his MBA from the Tuck School, Yahoo was less than two years old. Although many positive changes have occurred since Matt's graduation, he admits: "I'm a lot more tired than I was five years ago." Yahoo's Internet portal model was an This case was prepared by Jamie A. Neidig (T'02) of the Tuck School of Business at Dartmouth under the supervision of Professor Richard A. D’Aveni. The assistance of Matt Rightmire (T’96) and Yahoo! Inc. is gratefully acknowledged. The case was written as a basis for class discussion and not to illustrate effective or ineffective strategic management. The authors gratefully acknowledge the support of the Glassmeyer/McNamee Center for Digital Strategies, which funded the development of this case. Version: March, 2001. © 2001 Trustees of Dartmouth College. All rights reserved. For permission to reprint, contact the Center for Digital Strategies at 603-646-0899. Yahoo no. 6-0005 anomaly in the industry -- it looked like Yahoo could actually be profitable. Yahoo, in fact turned profitable in 1998 and has remained profitable even through the dot-com crash in 2000 and 2001. Launched as a catalog of graduate students' favorite sites, Yahoo has expanded into a vast array of Internet businesses. Although it may not have been the first mover in the infomediary space, Yahoo was certainly the first successful mover. Its initial success came more from marketing than technical expertise. Yahoo's brand is the 38th most recognizable brand in the world (including all brands, not just Internet brands) and its 185 million visitors each month have allowed Yahoo to build an advertiser base of over 5,200 companies. Yahoo has built its brand by bartering advertising. In other words, they would exchange advertising at a sporting event for advertising on the site. Moreover, Yahoo provides free services such as email, search engine, calendar, and web pages, which also build its user base. By allowing users to create personal pages that list news and information relevant to them, Yahoo not only increased its user base, but also increased the site's "stickiness." As users spent more time on the site and became locked into the site because of the information they entered into Yahoo's customizable services, customers became "stuck" to the site. To build its international presence, Yahoo spent $214.9 million for the year ended December 31, 1999, or 37% of net revenues on sales and marketing1. In sum, Yahoo was in 24 countries and a leading portal in many of them, generating 15% of revenues from outside the US in FY '00. (See Appendix 1 for a partial list of countries) Because the site was user-friendly and was early to the market with customization features, Yahoo gained and retained users, which in turn allowed Yahoo to finance more services, such as free email, calendar, etc. Features such as email and calendars dramatically increase the amount of time a user spends on Yahoo and also brought the daily page views to one billion during February 2001. More free features resulted in more users, more users brought in more advertising dollars, and the cycle continued. Yahoo went public in 1996 on the NASDAQ. On April 20, 1996 Yahoo opened at $1.08 (adjusted for splits) a share. By the end of 1997, it had topped $70 a share. Financing from Softbank allowed Yahoo to cross both the Atlantic and Pacific oceans to form Yahoo Japan and Yahoo Europe in 1996 and Yahoo Korea in 1997. Also in 1997, Yahoo teamed with Netscape to create an Internet navigation service. After AOL merged with Netscape, the joint venture became impractical and was discontinued. Continuing its quest for eyeballs, Yahoo acquired Internet directory Four11.com in 1998 and launched a co-branded online directory service, Yahoo Online, with AT&T. It also acquired WebCal, an Internet scheduling product. To augment its advertising revenues, Yahoo acquired Internet direct marketer Yoyodyne in 1998. Seeking to add e-commerce to its portal strategy, Yahoo purchased an e-commerce software company, Viaweb, that same year. By the end of 1998, the company once run from a trailer had $25.6 million in revenues, 803 full time employees, and Internet users viewed an average of approximately 167 million web pages per day on Yahoo-branded online media properties. 1 Yahoo's Annual Report Tuck School of Business at Dartmouth—Glassmeyer/McNamee Center for Digital Strategies 2 Yahoo no. 6-0005 Yahoo continued its rise in 1999 by further diversifying into new businesses to gain page views. To compliment its role as an aggregator of textual content, Yahoo ventured into multi- media with Yahoo Radio, a set of Internet radio stations that you can listen to on your computer. The purchase of broadcast.com solidified Yahoo's position as a competitor in the multimedia space. These services do not create original content. They broadcast live or recorded events. Yahoo's purchase of Broadcast.com generated 5% of Fiscal Year (FY) 2000 revenues. Furthering the consolidation trend, Yahoo acquired Geocities, a site popular with consumers because it allowed for the free creation of personal web pages with user-friendly software. Other consolidations in the online multi-media market have lead to stronger competitors such as RealPlayer and Microsoft Media Player, both of which allow users to listen to, access, and watch multi-media programs. Yahoo teamed with TIBCO, a leading software and applications developer, to form Corporate My Yahoo, a corporate intranet service that develops, builds, and support corporate intranets. Yahoo snagged large customers including McDonald's, Seagate Technology, and Bayer. It also purchased software maker Encompass and reached out to cell phone users by becoming Sprint's wireless Internet access provider. Finally, in late 1999, Yahoo inked a deal with Kmart to launch free Internet Service Provider (ISP) BlueLight.com. The Y2K bug did not get a bite out of Yahoo and 2000 started as a good year indeed. In spite of a Denial of Service (DOS) attack by hacker wunderkind MafiaBoy that disabled the site for three hours, Yahoo had soared as high as $140/share in mid-2000. Its strategy, "Yahoo Everywhere," was to become the Jack and Master of all trades on the Internet. Yahoo finally made an impact in the e-commerce market with the introduction of its B2B Marketplace and Yahoo Auctions. The B2B marketplace is a business-to-business directory focused on small businesses. Yahoo Auctions competes with eBay in the consumer-to- consumer and business-to-consumer space. Yahoo charges businesses a one-time fee to be listed in its directory. Yahoo Auctions charges sellers a listing fee on the auction site. To facilitate the transactions, Yahoo acquired Arthas.com, an Internet bank that provided person- to-person e-commerce payment services, which was incorporated into the Yahoo's PayDirect service. Yahoo continued to build its community through the acquisition of eGroups, a provider of free group emails and group management services, in a deal valued at $430 million in August 2000. It also took a minority stake in Net2Phone, a company that provides free computer-to-phone line long distance calling. Finally, Yahoo expanded its presence in the wireless market by providing user interface services and some of its aggregated content to users of Palm handheld devices (PDAs). In 2000, the dot-com market became known as the dot gone market as hundreds of company's burn rates left them insolvent. The majority of dot-com expenses were in advertising. As they began to fail, Yahoo's reliance on advertising revenues, as well as its own sales and marketing budget, were widely criticized in spite of Yahoo having $1.7 billion in cash and marketable securities. Yahoo's stock dropped from a 52 week high of over $205 to $13 9/16 as of March 17, 2001. In response, Yahoo officials promised to buy back $500 million of company stock in Tuck School of Business at Dartmouth—Glassmeyer/McNamee Center for Digital Strategies 3 Yahoo no.
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